Stay On Track With The PRS Performance Measurement Checklist

Performance measurement is not an end in itself. Sometimes that fact gets lost in the flurry of creating models and measures.
Public sector managers
need to remain focused on what performance measurement is trying to achieve, and the managerial purposes to which performance measurement might contribute e.g. to evaluate, motivate, allocate, control, learn, and improve.

With that in mind, here's a Performance Measurement Checklist to guide your performance measurement initiative.

The PRS Performance Measurement Checklist

THE TEAM

- Leadership is informed and on-side- A cross-functional working team is created- Stakeholders, customers or proxies (e.g. focus groups) are engaged

PLANNING

- Strategic goals and objectives are developed- Owners are identified for goals and objectives- The needs of customers and managers are explicitly addressed

- Measures flow from goals and objectives - Measures are developed by managers working with cross-functional team- Inventory of common measures is created/explored/exploited- Ownership of each measure is formalized and resources allocated

COLLECTING DATA

- Data sources are identified- Data entry, tabulation, manipulation methods are documented for each measure- A process for regular updates (manual or automated) is in place- An
Information System
is in place to support data collection and reporting-

- Managers use measurement data to evaluate performance- Planners use measurement data to guide planning and resource allocation- Feedback is provided to task/process owners to support continuous improvement- Reward systems are clear and consistent and are reflective of performance- Results are displayed and shared with customers and stakeholders- Management feedback is provided for updating goals and measures - Performance information is used to identify opportunities for
process improvement/re-engineering